In the beginning of EMS the most dominant style of leadership was based on a transactional approach,rewarding those individuals that follow procedures with positive incentives and reprimanding those that do not with reprimands. However,times are rapidly changing and the servant style of leadership is quickly becoming more acceptable and recognized throughout the industry. The field of EMS is unique, sometimes posing unconventional issues that must be addressed, in addition to those that occur on a daily basis. The servant style of leadership can become an effective and preferred method of leadership when applied in a balanced method. This style of leadership places the emphasis on nurturing the needs of the subordinate employees.
The past experience in leadership tells me that there is no short cut or formula to take you to a top leadership position, but there exist a scope for some principles in leadership that everyone requires to learn if they want to assume leadership positions in the organizations. People who become leaders observe their peers for small successes and copy their styles in their own leadership styles. These people locate mentors who have been in those positions earlier and participate in leadership development programs and go through literature which tell them more on the subject of leadership. Another very important weakness that I found in the leadership experience in the past has been that I have been spending more time in the business rather than on business. I need to have measured these activities
Like its name, transformational leadership is about transforming and making an impact on an issue or person (Spahr, 2013). This theory assumes that the leaders can influence followers to accomplish more than what is needed for the good of the company. The leaders influence followers by their values, goals, emotions, ethics and standards. Unlike transactional leadership which promises rewards to achieve desired performance, transformational leadership motivates and inspires followers to solve any
Steps to Build High-Quality Leader-Member Exchange Relationships As noted above, the better the leader-member exchange relationship between leader and follower, the higher the productivity, job satisfaction, motivation, and citizenship behavior of the follower. Following are some tips that may help to build high-quality leader-member exchange relationships (Schermerhorn, Hunt, & Osborn, 2011). • Stage 1. Meet separately with your employees in the initial stage to help each of you evaluate each others motives, attitudes, and potential resources to be exchanged, and establish mutual role
Indeed, it is important for individuals in our society to understand their strengths and weaknesses, as we can draw from our strengths to provide outstanding work. Furthermore, we can deal with our weaknesses in order to improve or completely eliminate them. In addition to understanding our strengths and weaknesses, a group or organization requires superb and tenacious leadership in order to be prosperous. Accordingly, those who demonstrate admirable qualities of leadership tend to succeed as they draw from their strengths and, more importantly, learn from their weaknesses. In determining my leadership style, I will assess my strengths and weaknesses in order to evaluate the ways in which I could demonstrate positive delegation with optimal performance.
The theory helps in developing a leader who is extraversion. According to this personality, a contingent leader should have the tendency of being assertive. Assertiveness means that a leader is very much alert while handling various situations that affects them. A leader who has the personality of being extroversive also has a positive energy. Having a positive energy implies that the leader feels that even when a situation arises, he or she can find a way to find a solution to the problem.
According to Luthra,A. & Dahiya , R. (2015), effective and accurate communication act as an important factor to grow as an efficient and successful leader. It is communication which allows them to share what they have and what they expect from others. Good communication skill help to develop better understanding and beliefs among people who inspires them to follow the principals and values which the leader wants them to follow. In the contrary, without good communication skills, the manger or leader fails to achieve the goals set by the organization and make them ineffective leader.
Generally speaking, a leader is a person who leads or commands a group, organization, or country. There are many different styles of leadership and the majority of them are very effective, but despite these different approaches, all good leaders share a handful of characteristics. So, what are these qualities that make a good leader? We are going to take a closer look at some of these traits including, but not limited to, good communication, the ability to delegate and a strong level of commitment to see how these qualities can help to make someone a good leader. One of the most important characteristics of a good leader is that they must be actually prepared to lead under any circumstance.
Character is an essential ingredient in ethical leadership. It is also important in mangers and CEO’s. According to Uhl-Bien, Schermerhorn and Osborn (2014), “the ethical leadership theory describes that leaders should be role models of appropriate behavior” (p.321). As a leader whether you are a CEO or a manger, you should have certain characteristics whether it is honesty and respectfulness. Managers and CEO’s should have a positive character because they influence others.
I once worked with a senior manager who as a result of my innovative thought process on task, kept making me leader of projects, but in his mind, he hoped for the best. However, I always believe in my capabilities and drive same conception to my team and at the end, we surpass his expectation and in a bit to deflate our ego, he tends to make comments that disregard our efforts. Also based on the study by (Eden, 1990; Sy, 2010) on leaders’ implicit followership theories (LIFTs), Leaders naturally develop expectations for their followers' performance, and these expectations may be influenced by the conceptions, or mental representations that leaders hold of followers in